North Perth 2021 Draft Operating Budget Binder

Municipality of North Perth

2021 Operating Budget Binder January 13, 2021 Budget Meeting

This document is available in alternate formats, upon request.

MUNICIPALITY OF NORTH PERTH 2021 DRAFT OPERATING BUDGET Index Tab 1. Combined Operating Budget a) Combined Overview b) Combined Overview – with 2020 Budget Restated Tab 2. General Administration Operating a) Administration Recap/Overview

Page Number 3 4 5 6 7

Tab 3. Clerk’s, Children Services and Building Operating a) Clerk’s Recap/Overview b) Children Services Recap/Overview c) Building Recap/Overview

10 11 15 16

Tab 4. Finance Operating a) Finance Recap/Overview

17 18

Tab 5. Library Operating a) Library Recap/Overview

21 22

Tab 6. Fire Operating a) Fire Recap/Overview

23 24

Tab 7. Roads, Stormwater, Drainage and Cemeteries Operating a) Roads Recap/Overview

26 27

Tab 8. Environmental Services Operating a) Environmental Services Recap/Overview

29 30

Tab 9. Parks and Recreation Operating a) Recreation Recap/Overview

36 37

Tab 10. Additional Documents a) 2021 Budget Policy

42 43

Tab 1: Combined Operating Budget

Municipality of North Perth - 2021 Operating Budget Presentation

Municipality of North Perth - 2021 Combined Operating Budget 2020 Actual to Date

2020 Budget

2021 Revenue

2021 Expense

2021 Budget

% +/-

Budget Variance

% >

% Levy

522,907.17 114,486.81 2,533,820.88 190,439.80 92,952.34 29,878.23 182,775.19 185,569.85 336,472.00 10,020.91 4,199,323.18

844,513.78 281,300.00 2,545,310.00 356,117.10 0.00 0.00 672,155.00 333,911.00 0.00 5,033,306.88

397,742.00 30,277.00 51,603.00 212,083.00 2,972,733.87 608,222.00 276,543.00 28,422.00 0.00 119,300.00 4,696,925.87

1,837,552.40 286,734.00 2,623,507.50 500,810.20 2,972,733.87 608,222.00 718,964.75 222,424.00 355,672.00 119,300.00 10,245,920.72

1,439,810.40 256,457.00 2,571,904.50 288,727.20 0.00 0.00 442,421.75 194,002.00 355,672.00 0.00 5,548,994.85

70% -9% 1% -19%

595,296.62 127.8% (24,843.00) -5.3% 26,594.50 6% (67,389.90) -14.5%

-34%

-49.3%

7%

(229,733.25) 194,002.00 21,761.00

10%

515,687.97

110.7%

3.4%

Library Operations Current Operations

571,300.01 571,300.01

907,332.48 907,332.48

203,829.61 203,829.61

1,083,566.53 1,083,566.53

879,736.92 879,736.92

-3% -3%

(27,595.56) (27,595.56)

-5.9% -5.9%

-0.2%

Administration Listowel Fire Station Atwood Fire Station E/L Monkton Station Minto Fire Agreement Current Operations

216,230.21 435,143.16 161,342.96 115,038.13 66,374.62 994,129.08

0.00 821,546.97 401,486.90 234,095.92 65,836.00 1,522,965.79

167,332.00 20,000.00 7,000.00 94,506.30 0.00 288,838.30

167,332.00 649,351.89 335,618.28 287,424.27 67,357.00 1,507,083.44

0.00 629,351.89 328,618.28 192,917.97 67,357.00 1,218,245.14

-23% -18% -18% 2% -20%

(192,195.08) (72,868.62) (41,177.95) 1,521.00 (304,720.65)

-41.3% -15.6% -8.8% 0.3% -65.4%

-2.0%

Roads Storm Water Mgmt Drainage Cemeteries Current Operations

3,848,212.90 2,505.70 65,409.29 85,868.47 4,001,996.36

6,276,965.72 86,325.00 115,525.00 6,478,815.72

609,163.00 256,000.00 59,807.00 141,000.00 1,065,970.00

6,077,912.18 256,000.00 148,190.00 263,407.00 6,745,509.18

5,468,749.18 0.00 88,383.00 122,407.00 5,679,539.18

-13%

(808,216.54) -173.5%

2% 6% -12%

2,058.00 0.4% 6,882.00 1.5% (799,276.54) -171.6%

Waste Management Water/Wastewater Current Operations

32,541.42 3,144,404.45 3,176,945.87

166,291.00 0.00 166,291.00

1,070,000.00 6,657,401.00 7,727,401.00

1,166,094.00 6,657,401.00 7,823,495.00

96,094.00 0.00 96,094.00

-42%

(70,197.00)

-15.1%

-42%

(70,197.00)

-15.1%

-0.5%

Recreation Administration Recreation Programs Elma/Logan Arena & Parks EMCC Atwood Lions Pool

53,175.88 11,241.46 307,586.65 182,415.39 28,092.60 998,320.25 25,895.93 155,482.95 29,683.14 26,734.07 1,818,628.32

475,752.72 11,300.00 205,861.48 197,020.15 69,821.95 1,049,154.18 49,345.00 184,897.51 38,660.65 48,527.50 2,330,341.14

356,653.00 74,525.00 293,590.87 22,225.00 30,300.00 252,564.00 52,800.00 108,175.00 0.00 13,000.00 1,203,832.87

573,407.10 80,025.00 569,459.87 201,455.33 100,122.00 1,546,000.71 102,145.00 285,219.22 41,506.05 61,527.50 3,560,867.78

216,754.10 5,500.00 275,869.00 179,230.33 69,822.00 1,293,436.71 49,345.00 177,044.22 41,506.05 48,527.50 2,357,034.91

-54% -51% 34% -9% 0% 23% 0% -4% 7% 0% 1%

(258,998.62) (5,800.00) 70,007.52 (17,789.82) 0.05 244,282.53 (7,853.29) 2,845.40 26,693.77

-55.6% -1.2% 15.0% -3.8% 0.0% 52.4% 0.0% -1.7% 0.6% 0.0% 5.7%

0.2%

$ 14,762,322.82 $ 16,439,053.01 $ 15,186,797.65 $ 30,966,442.65 $ 15,779,645.00 242,000.00

-4%

General Administration Economic Development Police Clerk Department Day Care Department Building Department Finance Department Information Technoligy Conservation Authorities BIA Current Operations

Steve Kerr Memorial-List Arena & Pks

Listowel Kinsmen Pool Wallace Arena & Parks North Perth Trails Beautification Committee Current Operations

AMP Financing Strategy Less Annual Surplus Less: OMPF

14,762,322.82

(1,367,200.00) 15,313,853.01 $ 15,186,797.65 $ 30,966,442.65 $ 15,779,645.00

3.0%

4.7%

-5.2%

(659,408.01) -141.6%

465,791.99

100.0%

3.0%

6

Municipality of North Perth - 2021 Operating Budget Presentation

January 12,2021

Municipality of North Perth - 2021 Combined Operating Budget with 2020 Budget Restated 2020 Actual to Date

2020 Budget

2021 Revenue

2021 Expense

2021 Budget

% +/-

Budget Variance

% >

% Levy

522,907.17 114,486.81 2,533,820.88 190,439.80 92,952.34 29,878.23 182,775.19 185,569.85 336,472.00 10,020.91 4,199,323.18

984,670.83 256,488.00 2,545,310.00 298,281.10 0.00 0.00 421,716.00 192,150.00 333,911.00 0.00 5,032,526.93

397,742.00 30,277.00 51,603.00 212,083.00 2,972,733.87 608,222.00 276,543.00 28,422.00 0.00 119,300.00 4,696,925.87

1,837,552.40 286,734.00 2,623,507.50 500,810.20 2,972,733.87 608,222.00 718,964.75 222,424.00 355,672.00 119,300.00 10,245,920.72

1,439,810.40 256,457.00 2,571,904.50 288,727.20 0.00 0.00 442,421.75 194,002.00 355,672.00 0.00 5,548,994.85

46% 0% 1% -3%

455,139.57 (31.00) 26,594.50 (9,553.90)

97.7% 0.0% 6% -2.1%

3.0% 0.0% 0.2% -0.1%

5% 1% 7%

20,705.75 1,852.00 21,761.00

4.4%

0.1%

4.7%

0.1%

10%

516,467.92

110.9%

3.4%

Library Operations Current Operations

571,300.01 571,300.01

819,060.48 819,060.48

203,829.61 203,829.61

1,083,566.53 1,083,566.53

879,736.92 879,736.92

7% 7%

60,676.44 60,676.44

13.0% 13.0%

0.4% 0.4%

Administration Listowel Fire Station Atwood Fire Station E/L Monkton Station Minto Fire Agreement Current Operations

216,230.21 435,143.16 161,342.96 115,038.13 66,374.62 994,129.08

749,366.97 365,396.90 198,005.92 65,836.00 1,378,605.79

167,332.00 20,000.00 7,000.00 94,506.30 0.00 288,838.30

167,332.00 649,351.89 335,618.28 287,424.27 67,357.00 1,507,083.44

0.00 629,351.89 328,618.28 192,917.97 67,357.00 1,218,245.14

-16% -10% -3% 2% -12%

(120,015.08) (36,778.62) (5,087.95) 1,521.00 (160,360.65)

-25.8% -7.9% -1.1% 0.3% -34.4%

-0.8% -0.2% 0.0% 0.0% -1.0%

Roads Storm Water Mgmt Drainage Cemeteries Current Operations

3,848,212.90 3,198.42 65,409.29 85,868.47 4,002,689.08

5,728,481.72 74,600.00 115,525.00 5,918,606.72

609,163.00 256,000.00 59,807.00 141,000.00 1,065,970.00

6,077,912.18 256,000.00 148,190.00 263,407.00 6,745,509.18

5,468,749.18 0.00 88,383.00 122,407.00 5,679,539.18

-5%

-55.8%

-1.7%

18% 6% -4%

(259,732.54) 13,783.00 6,882.00 (239,067.54)

3.0% 1.5% -51.3%

0.1% 0.0% -1.6%

Waste Management Water/Wastewater Current Operations

39,896.63 3,090,934.33 3,130,830.96

166,291.00 0.00 166,291.00

1,070,000.00 6,657,401.00 7,727,401.00

1,166,094.00 6,657,401.00 7,823,495.00

96,094.00 0.00 96,094.00

-42%

(70,197.00)

-15.1%

-0.5%

-42%

(70,197.00)

-15.1%

-0.5%

Recreation Administration Recreation Programs Elma/Logan Arena & Parks EMCC Atwood Lions Pool

53,175.88 11,241.46 307,586.65 182,415.39 28,092.60 998,320.25 25,895.93 155,482.95 29,683.14 26,734.07 1,818,628.32

144,173.67 11,300.00 205,861.48 197,020.15 69,821.95 1,049,154.18 49,345.00 184,897.51 38,660.65 48,527.50 1,998,762.09

356,653.00 74,525.00 293,590.87 22,225.00 30,300.00 252,564.00 52,800.00 108,175.00 0.00 13,000.00 1,203,832.87

573,407.10 80,025.00 569,459.87 201,455.33 100,122.00 1,546,000.71 102,145.00 285,219.22 41,506.05 61,527.50 3,560,867.78

216,754.10 5,500.00 275,869.00 179,230.33 69,822.00 1,293,436.71 49,345.00 177,044.22 41,506.05 48,527.50 2,357,034.91

50% -51% 34% -9% 0% 23% 0% -4% 7% 0% 18%

72,580.43 (5,800.00) 70,007.52 (17,789.82) 0.05 244,282.53 (7,853.29) 2,845.40 358,272.82

15.6% -1.2% 15.0% -3.8% 0.0% 52.4% 0.0% -1.7% 0.6% 0.0% 76.9%

0.5% 0.0% 0.5% -0.1% 0.0% 1.6% 0.0% -0.1% 0.0% 0.0% 2.3%

$ 14,716,900.63 $ 15,313,853.01 $ 15,186,797.65 $ 30,966,442.65 $ 15,779,645.00 -

3.0%

465,791.99

100.0%

3.0%

3.0%

465,791.99

100.0%

3.0%

General Administration Economic Development Police Clerk Department Day Care Department Building Department Finance Department Information Technoligy Conservation Authorities BIA Current Operations

Steve Kerr Memorial-List Arena & Pks

Listowel Kinsmen Pool Wallace Arena & Parks North Perth Trails Beautification Committee Current Operations

AMP Financing Strategy Less Annual Surplus Less: OMPF

-

14,716,900.63

15,313,853.01 $ 15,186,797.65 $ 30,966,442.65 $ 15,779,645.00

6

Tab 2: General Administration

General Administration: Operating Overview 2020 Review and 2021 Outlook General Administration: Municipal operations in 2020 continued to be fast-paced as North Perth continued to grow and develop. Additionally, the strong ability of municipal operations and staff to adapt to changing circumstances was demonstrated in the Municipality’s response to the COVID-19 pandemic.

As North Perth’s growth and COVID-19 response and recovery efforts continue, the number of municipal and private projects/initiatives continue to stretch municipal staff and financial resources.

The North Perth Strategic Plan was adopted by Council in January 2020. Following adoption of the plan, staff focused on the developed of the implementation plan and business plans for each department. The proposed 2021 Business Plans were presented to North Perth Council on December 7, 2020. As noted above, the work to be completed in 2021 outweighs staff capacity in every Department (i.e. approximately 25,000 hours of planned work are over and above total Departmental capacity). Solutions will be discussed during the 2021 Operating Budget Meetings.

North Perth’s online engagement platform Your Say North Perth continued to be used widely throughout 2020 to increase and collect public input on the Municipality’s initiatives. Items that were posted in 2020 included a COVID-19 Recovery Survey, Transportation Master Plan Survey and Mapping Activity, Urban Chickens Survey, Resident Experience Survey and the 2021 Budget Survey.

The Manager of Programs full-time position was created and approved by Council in late 2020 as part of the Municipality’s Organization Re-Structure. The position will begin in 2021 and salary expenses have been included in the General Administration operating budget for the time being. Once the Organization Re-Structure is complete, these expenses will fall under the Programs operating budget.

The operating budget also reflects the municipal commitment of $50,000 to the CT scanner at Listowel Memorial Hospital. This is the last year of the five-year commitment.

OMPF: In 2021, the Province is providing the Municipality of North Perth with $1,445,300 in funding through the OMPF, which is the equivalent of $254 per household (compared to the 2020 allocation of $1,367,200). 2021 OMPF revenue has been distributed amongst the department operating budgets.

Economic Development: A major focus for Economic Development in 2020 was business support and recovery in relation to the COVID-19 pandemic. This included sharing of supports, resources and regulations for business, teleconferences with Business and Agriculture stakeholders, participation in the CRAG Economy Sub-group, development of www.ShopLocalNorthPerth.ca,

surveying businesses on COVID-19 impacts, and compiling local business and restaurant listings.

Economic Development also collaborated with local project champions in 2020 to apply for Ontario Trillium funding to conduct a feasibility study for a local children’s museum in North Perth. The Municipality was the project lead for financial and reporting plus a steering committee member. The Huron Perth Ag Science Centre Feasibility Report was presented to Council at the December 21, 2020 Meeting.

As included in the Economic Development 2021 capital budget, RED funding approval for the Façade Improvement Program and Commercial Building Guidelines was received in 2020.

Urban Planning staff has been hired to develop commercial building design guidelines for North Perth plus create and implement a Façade Improvement Program across North Perth to grow economy and enhance downtowns.

The restructuring of the North Perth Economic Development Advisory Committee (NPEDAC) was also completed in 2020. The NPEDAC now includes representatives from Industrial, Commercial, Agricultural, Creative Economy and Solo Entrepreneur sectors from across North Perth.

Additional strategic corporate priorities North Perth Economic Developments plans to lead, contribute to or support in 2021 include: • • • • • •

Mayors Task Force Implementation (Youth Retention and Labour Reliability) Driftscape App Launch Workforce Development Downtown WiFi Youth Attraction and Retention Community Development Assets and Infrastructure

Police Services: The 2021 estimated policing cost per property is $416.19, a decrease of $2.00 from 2020. The total estimated policing cost for 2021 is $2,529,189; however, the year-end adjustment for the year 2019 (included in the 2021 billing statement) produced an additional amount owed of $13,342. With this adjustment, the grand total billing for 2021 is $2,542,531. The 2021 monthly billing amount of $211,878 has increased by $1,952 compared to the 2020 monthly billing amount of $209,926.

The main costs that contribute to the estimated policing cost per property is municipal base services and calls for service costs. It is important to note that the increase in the 2021 police budget is due to the addition of more properties (new development) in the municipality. Other costs include overtime, contract enhancement, court security and prisoner transportation. The contract enhancements purchased by the Municipality of North Perth include the Detachment Sgt. and Detachment Administrative position. Our enhancements allow North Perth to have the OPP office in Listowel.

In 2019, the Municipality of North Perth, in partnership with the North Perth Police Services Board, Perth County OPP, Municipality of West Perth and West Perth Police Services Board,

was approved for funding for the Perth County Community Safety Unit (CSU) initiative under the Local Priorities Funding Stream of the 2019/20 – 2021/22 Community Safety and Policy (CSP) Grant. Through this grant, the North Perth Police Services Board receives an allocation of $22,500 in 2019/20, $22,500 in 2020/21 and $22,500 in 2021/22 for a total of $67,500. The Perth County Community Safety Unit (CSU) is comprised of three Provincial Constables – a Community Safety/Media Relations Officer, Community Mobilization Officer and School Resource Officer. The CSU addresses community needs by utilizing a collaborative, targeted and immediate response model that focuses on public education, early intervention and engagement of community partners.

Respectfully Submitted, Kriss Snell Chief Administrative Officer

Tab 3: Clerk’s, Child Care and Building

Clerk’s, Planning and By-Law Enforcement: Operating Overview 2020 Review and 2021 Outlook Clerk’s Department: The statutory duties of the Clerks Department, including Council and Committee meetings, Council agendas, by-laws and minutes, licensing, updating and the implementation of new policies and the maintenance of public records has occupied most of the Department Staff time.

In 2020, Virtual Meetings became the new way to host a Council Meeting. Previous decisions to streamline Council Meetings on YouTube and utilize the eScribe voting module has proven to be very valuable during a pandemic.

The 2020 Essential level of compliance with the Emergency Management and Civil Protection Act was achieved. Due to the ongoing pandemic, we were not required to participate in an annual review or additional training sessions.

A previous municipally-owned generator has been installed at the Elma Logan Recreation Complex. This will allow for another warming/cooling centre in North Perth during a power shut down. Emergency Shelter policies and procedures will be amended to include the ELRC. In 2019, the Perth County Joint Accessibility Plan, being a comprehensive plan outlining the accomplishments and goals established by each of the Member Municipalities in order to meet the requirements of the AODA, was updated. Efforts were also made to go beyond the requirements in order to move towards a barrier-free Perth County.

During 2020, it was determined that some of the third-party information added to the Municipal Website is not AODA compliant. Staff are working with the AODA and intend on satisfy this noncompliance by March 2021.

No significant changes are recommended for the Clerk’s Department in 2021.

Canine Control Services: Due to the pandemic, we have not experienced the full value of our agreement with the Stratford Perth Humane Society to provide Canine Control services for the Municipality of North Perth. As soon as it is safe to do so, we have plans in place to meet and discuss a more seamless canine control service process. We are not anticipating any change to the 2021 Budget.

Planning Department: Activity Zoning Amendments

2016

2017

2018

2019

2020

18

18

21

23

19

Listowel Ward Official Plan Amendments

0

0

0

1

1

County Official Plan Amendment

3

5

5

4

4

Application for Minor Variance/Permission

13

15

18

14

24

Site Plan Agreements

21

19

18

21

17

5

8

7

6

7

Part Lot Control Exemption

Subdivisions •

Status

Emerald Green Phase 3 File 3I92002

Constructing homes in Phase 2

•

Lunor File NP 04-11

Conditions of draft plan approval extended

•

2104689 Ontario Inc./Agriloff Engineering

Residential Portion complete

Hopefully developer will commence Phase 3 in 2021

No activity in industrial portion

•

Phase 3 (Industrial portion) File NP 06-01

•

Maitland River Estates File NP 0702

Construction continues into 2021

•

2459825 Ontario Inc. (formerly Terrier Developments Inc. File NP 10-01

Pre-servicing Agreement signed December 2020

Zyta Phase 2 File NP 10-04

No activity

•

Anticipate 2021 Approval

•

Nichol Properties Inc. File NP 18-02

Residential Construction continues in Phase 1 and 2 in 2021

•

NP 18-03 Dallmitch Holdings Ltd Atwood

Pre-servicing Agreement signed in 2020

•

NP 20-01 Makem Developments – 19 McLaren Avenue North, Listowel

Anticipate construction in 2021

•

NP 20-02 H J Donegan Holdings Maitland River Estates 2

Anticipate draft plan approval in 2021

•

NP 20-03 Terra Park Developments Condo

Construction commenced in 2020

Anticipate approval 2021

At the time of writing this report, the Planning Department had received the following applications to be considered in 2021: Zoning Amendments – (1) carry over from 2020 Site Plan Agreements – (4) carry over from 2020 Minor Variances – (2) carry over from 2020 Subdivision/Condominium Applications – 0 Again in 2020, the Planning Department had a very demanding year. In 2021, we are anticipating more housing development and the completion of the updated County of Perth Official Plan.

By-Law Enforcement/Property Standards Department: 2020 Statistics 284 incidents • • • • • •

62 property standards 25 zoning 33 parking 24 animal complaints 25 noise 115 Other (including transient traders, pools, signs, general patrol and nuisance)

As requested by the North Perth Police Services Board, a full time By-law Enforcement Officer was hired to assist with the high demands for property standards and nuisance investigations the OPP were experiencing. In brief conversations with the OPP Sergeant Coelho, the additional staff member has proven to alleviate the workload for their Department.

Respectfully Submitted, Patricia Berfelz Clerk

Children’s Services: Operating Overview 2020 Review and 2021 Outlook Child Care Centres Similar to the other Departments, COVID-19 provided some interesting challenges for the Municipality’s child care services in 2020. The year began with the North Perth – Spinrite Child & Family Centre operating at a near 100% utilization rate. On March 17th, the child care services were forced to close due to the pandemic.

On April 27, 2020, working the City of Stratford Social Services Department, Staff implemented an Emergency Child Care Centre for Essential Workers. This program was 100% funded by the Provincial Government.

In June, child care services commenced reopening under the guidance of the Province of Ontario.

By September 1st, child care services returned to maximum capacity with provincial guidelines in place. Again, the Province has provided funds to compensate for financial losses during the pandemic.

Thought out the summer, Staff were hired and the two new child care centres were licenced to operate. The Monkton Child Care Centre opened on September 28th and at the St Marys Centre opened on October 5th, 2020.

Despite the annual child care fee increases, the North Perth Programs have been unable to generate the funds to balance the budgets. These programs are reliant on the Ministry of Education Consolidated Service Manager (City of Stratford as our CMSM) for stabilization funding to offset the outstanding costs. Based on past years, we anticipate additional stabilization funding being available for all Children Services Programs in North Perth.

North Perth – EarlyON Program In 2020, the North Perth EarlyON program started out strong with a lot of plans for early learning in the community. Again, by March all programs ceased. With the assistance of the City of Stratford Children Services Staff, the EarlyON Staff member was able to provide virtual learning experiences for children and their parents/guardians.

In 2021, the Municipality will replace the vacancy in this Department and hopefully resume the programs and learning opportunities for parents as we have been accustomed to in North Perth.

Respectfully Submitted, Patricia Berfelz Clerk

Building Department: Operating Overview 2020 Review and 2021 Outlook 2020 Review: Building activity has remained consistent over the past 5 years in regards to the number of permits issued yearly. We have maintained an average of approximately 400 to 450 issued permits per year over this period. Residential permits remain the predominant factor for these permits. Commercial permit activity was slightly higher in 2020 compared to previous years, industrial activity remained consistent with previous years. We experienced a slight decrease in agricultural permit activity last year compared to the previous five-year average. Budget targets would have been achieved with a small contribution to reserves for 2020, but with the Council approved Cloud Permit building permit software purchase in late 2020. The Department used reserves to make up the shortfall of approximately $10,000.

2021 Outlook: We are anticipating another busy construction season in all sectors of permit types and expect residential activity to remain strong based on the availability of approved and pending residential land supplies. We have recently filled the two vacant permit clerk/plans reviewer/building inspector positions in anticipation of another busy season. Our new building permit software will be launched and in use in 2021. This software is expected to create efficiencies for both building department staff and clients as applications are filed electronically and permits are issued electronically. As this is a cloud based system, there should be no need for paper hard copies. There is no increase factored into the 2021 and no capital projects are proposed.

In closing, I would note that the North Perth Building Department budget has historically been self sustained by permit and service fees collected and does not impact the overall tax levy.

Respectfully Submitted Ed Podniewicz CBCO Chief Building Official/Zoning Administrator

Tab 4: Finance

Finance Department: Operating Overview 2020 Review and 2021 Outlook General Processing and Accounting: The Finance Department will be focusing on the implementation of the Council approved 2021 Finance Department Business Plan priorities, as part of ongoing operational responsibilities, to advance the strategic goals of the Municipality of North Perth. Project priorities will be integrated with operational expectations for the department.

In 2020, the Finance staffing complement was completely filled, for the first time in a few years, with fully engaged and well trained staff to complete the work and serve the public. Additional staff hours have enabled the department to cope with the increase in the number of annual transactions for audit, volume increase, legislative changes, asset management detail, funding documentation, supplemental tax billings and additional ongoing billings for taxes, water/wastewater, day care, etc.

The Finance and Purchasing Assistant position has steadily increased the supportive role for Department Heads and Supervisors that ensures all necessary documents are circulated and received for each purchase. The Bids and Tender software application continues to ensure a fair and competitive purchasing process for more and more products and services. Electrical trade and professional engineering services were addressed by proposal requests for rostering these services in 2020. Additional trades/services will be focused on this year. During 2020, Council and the Management Team were provided with an updated Purchasing By-law for consideration. Another draft will be circulated early in 2021 for consideration which will incorporate input from Council, staff and the municipal solicitor, as needed. This update is to be completed in 2021 as part of the Business Plan.

KPMG consultants completed an Administrative Process Efficiency Review in 2020. From their draft report, the Finance Department is anticipating the development and implementation of new policies and processes within the department during the coming months, as per the direction of Council.

In an effort manage increased workload through efficiencies, the Finance Department staff continued to document processes and procedures for the various aspects of each position within the department. We are continuing to document Standard Operating Procedures (SOP) for all processes. This endeavor gives us the opportunity to review our processes for efficiencies, as well as documenting each task for cross training initiatives. SOP documentation will continue in 2021 as we have made a number of changes to refine operations. This will include the Donation Policy note in the 2021 Business Plan.

Accounting and reporting polices and processes are being analyzed closely by Finance staff and the Management Team to determine if any changes need to executed prior to the implementation of the new budgeting software as part of the 2021 Business Plan.

The Municipal Property Assessment Corporation (MPAC) implemented a new process for public access in North Perth but, unfortunately, this was discontinued due to COVID

restrictions. We hope this process will start up again sometime in 2021 so that an assessor is in our office one day a month to work with staff on outstanding matters and to meet with the public upon requested. This arrangement began in October of 2019 and was working out very well for all parties.

Property assessment by MPAC within North Perth has improved dramatically over the past year. MPAC is now capturing new assessment, property use changes and severances in a timely manner. We still have some outstanding assessment issues from prior years that we plan to clean up in 2021. Given their new performance level, hopefully, MPAC will feel comfortable committing to a 95% or better performance objective in future agreements.

Assessment support training for staff was curtailed in 2020, therefore, we continue to work with our assessment consultant, as needed.

MPAC did not roll out the new assessments in 2020 and we are anticipating that this will not happen in 2021 either. The Province has, however, announced that municipalities will be able to implement new sub classes for business. We are promoting to work with the County and other lower-tier municipalities with regard to the options that might be available upon seeing the regulations. It is anticipated that this could affect not only tax shifts for the North Perth levy but also for the County levy amongst the four lower-tiers. This process will be part of the Tax Ratio consideration to support Commercial Businesses within the Finance Business Plan.

Ongoing communications with the public will be fielded by staff to address assessments and ratio/class changes.

Council updated the municipal Asset Management Plan (AMP) in 2020 to consider service delivery level. In addition to specific project work, the AMP implementation is underway and will have long-term benefits for the financial management of North Perth’s assets. Working with all other Departments, the corporate asset data base is being reviewed in detail to ensure GIS location, accuracy, condition rating and completeness. As well, the asset inventory, GIS location and values are reconciled with our accounting processes to confirm data accuracy for the basis of long-term financial forecasting for each departmental financial plan. Staff training and budget integration will be ongoing in 2021 to meet all legislative requirements and the priorities of the Finance Business Plan.

Information Technology Services: Information Technology Services (IT) will be focusing on the implementation of the Council approved 2021 IT Business Plan priorities, as part of ongoing operational responsibilities, to advance the strategic goals of the Municipality of North Perth.

The IT Governance Group was initiated in 2020. The Group has established their terms of reference and set some priorities within their scope. Their recommendations will help focus limited resources as all municipal services are becoming more reliant on IT tools throughout the organization. Increased demand from each department requires ongoing upgrades to utilize new technologies and to meet the legislative, public information, documentation, accessibility, etc. demands. The Group will promote priorities and ensure the integration of applications for efficient installation and utilization throughout the organization.

IT staff were kept extremely busy in 2020 to address Council and staff needs for remote access to ongoing municipal operations. It is anticipated that this level of support will continue

in the short-term and will be maintained, to some degree, for the long-term. The new tools have enable Council and staff operating flexibility.

The IT Operating Budget for 2021 has been separated from the general Finance Department and it is the intent for 2022 that the IT cost center will be fully allocated to all other departments serviced. The 2020 budget has been restated for comparison purposes and all software annual support fees, for applications used by/for most departments, will be expensed in IT and allocated with the other IT related costs.

The 2021 IT Operating Budget includes costing for an additional human resources to sustain the ongoing increase in support require throughout the organization and provide time for project work to completed as outlined in the 2021 Business Plan BIA: A detailed 2021 Operating Budget Report for the BIA was presented to Council on December 9th, 2020 by Scott Patterson, Chair, and it was approved at that time. The resulting BIA tax rate is applied to commercial property assessment within the expanded Listowel BIA area.

Conservation Authorities: The Maitland Valley and Grand River Conservation Authorities have not provided their annual draft budgets and levy requisitions for 2021. Once provided, they will be included in 2021 Operating Budget package. The municipal operating budget for 2021 includes an estimated budget request for both Authorities.

Perth Meadows: A separate presentation will be provided to Council regarding Perth Meadows Operations/Capital Budget on January 27th, 2021 or at a regular Council meeting.

Respectfully submitted, Frances Hale Director of Finance/Treasurer

Tab 5: Library

North Perth Public Library: Operating Overview 2020 Review and 2021 Outlook 2020 Review The 2020 Operating Budget was, once again, positively impacted by Development Charges as a result of North Perth’s growth. As North Perth’s population grows and changes, this collection funding received from Development Charges allows us to be responsive to the needs and expectations of our new residents.

2020 was an interesting year for the North Perth Public Library. The evolving COVID-19 situation required the NPPL to adapt to meet the needs of our community. We began lending WIFI hotspots, enhanced our digital collection and modified our in person and virtual services.

The new PCIN Courier partnership began in March 2020 and we welcomed patrons to the new Monkton Branch Library in October 2020.

2021 Outlook The 2021 Operating Budget for the North Perth Public Library Board is a status quo budget in terms of service levels.

The increases included in the 2021 Operating Budget are attributed to: • •

Cost of Living Adjustment, step increases and part-time staff benefit provisions Increase to computer maintenance fees

The operational budget has been adjusted to include the rental fee for Monkton Branch Library at the Elma Logan Recreation Complex, as well as the costs of carrying the existing facility for three months.

Due to the unforeseen nature of the pandemic, we anticipate a decrease in potential revenue from overdue/printing/faxing fees.

Respectfully submitted,

Sherri Berfelz, Co-ordinator or Public Service North Perth Public Library

Tab 6: Fire

North Perth Fire Department: Operating Overview 2020 Review and 2021 Outlook 2020 Review 2020 was a year to remember for the North Perth Fire Department. The year started off with a reduced number of calls but as the year progressed the number of calls increased. Our call volume was down by only 6 in total compared to 2019 with no significant losses occurring during the operating year. The Home Safety Program was put on hold due to COVID-19, but a greater effort was put forward over social media to continue our public education and awareness programs.

North Perth Fire Department personnel responded to 224 alarms, including 15 in West Perth, 3 in Perth East, and 4 in Mapleton. There have been 7 new recruits hired (Listowel 5 and Atwood 2) to fill vacancies created by past retirements and upcoming retirements. A total of 4 firefighters retired in 2020 (Listowel Station 2 and Monkton Station 2).

Two members of each station where assigned to the truck committee working with Chief Smith to help develop the specifications and meet the needs of the 3 new apparatus currently being engineered for the department. Two (2) trucks were to be received (Listowel tanker and Atwood pumper) in 2020 but have been delayed due to COVID-19. Both of these trucks are almost finished and should be delivered in January of 2021 with the Monkton pumper predicted for May of 2021.

The new program Who’s Responding is working well in all 3 stations. The officers and management are very pleased with its operation allowing us to see who is unavailable in each station and who is responding to the hall when an alarm is received.

Routine inspections were still conducted in high-risk occupancies throughout the Municipality, with regular (routine) inspections slowing down due to restriction being put in place. Overall, the occupancies with high risk, request and complaints are being completed.

This year saw the highest number of burn permits issued – 320 compared to 254 in 2019.

Fire Department personnel took part in the following training: NFPA 1001 Firefighter Level 2 Fire Code Div B Part 2 & 6 LPG Firefighting Awareness NFPA 1021 Fire Officer Level 2

8 Certified 1 Certified 1 Certified 2 Certified

The Health and Safety Committee has continued to meet 4 times per year by teleconference to meet the requirements of health and safety within the department and under the Occupational Health and Safety Act. New requirements have been put in place to meet proper decontamination of (PPE) Personal Protective Equipment, vehicles and stations for COVID-19 as will as new operating procedures to help reduce the spread of COVID-19. This committee continues to review the department’s operational guidelines and update them as required.

The Training Committee continues to maintain and supply training based under NFPA structure within the department. This committee meets a minimum of 5 times per year and puts in countless hours to provide training programs and instruct at training sessions. With COVID19 restrictions, training has changed in the stations. To meet the restrictions on the number of people gathering in one location training is now provided in squads which limits non-essential contact of members within the department.

2021 Outlook Receive the 3 new trucks and provide training for their operations. Continue with training and certification under NFPA courses and meet the requirements under the Fire Protection and prevention Act. Respectfully submitted,

Edward Smith Fire Chief

Tab 7: Roads, Stormwater, Drainage and Cemeteries

Roads, Stormwater, Drainage & Cemeteries: Operating Overview 2020 Review and 2021 Outlook Roads: The Roads program in 2020 saw normal operating conditions. Additional funds for gravel road building have seen significant improvement in gravel road conditions. A widening of the platform of a section of Line 89 was constructed by North Perth crews and moves toward a standard of wider rural road where feasible. Winter conditions and services saw a typical year with greater treatment and less plowing/removal of snow as events were numerous with less accumulated snow.

2021 will see minor increases in operational costs in areas of growth such as sidewalk maintenance, mainly related to additional depreciation costs as well as in line painting and debris collection. Line painting is to be contracted as the County will no longer perform this service. Debris collection instances are increasing nominally and are represented in the proposed budget.

Stormwater: Regular system maintenance of storm pipe, catchbasins and overland flow routes were conducted throughout the year and an inventory of structural infrastructure was also completed in 2020.

The 2021 program will move forward with similar costs as previous with more maintenance activities anticipated at roadway storm culvert crossings.

Equipment: In general equipment, operations and repair costs remain constant. The purchases of new equipment continue to reduce longer life cycles, lowering repair costs. The type and number of winter control units will be under review related to the modernization work that was conducted in 2020. Updates of unit charge out rates are anticipated as part of the Asset Management Plan.

Drainage: Drainage maintenance and repair activities continue year-round. Additional projects including plantings in conjunction with the Maitland Valley Conservation Authority were conducted in 2020. The Superintendent is shared with Perth South under agreement, with nominal changes in the 2021 budget reflecting salary and benefit changes. Other accounts have been maintained with little change.

Cemeteries: Cemetery accounts remain constant. A rate/revenue review was initiated in 2020 seeing an average increase of 10% in fees. Fees will be reviewed by the Cemetery Board in the first quarter of 2021 and implemented following Council review. The new operator shared with Public Works has proven to be an asset in both departments. Updates to related benefits and salaries are shown and represent the bulk of the increase in the accounts.

Respectfully submitted, Lyndon Kowch Manager of Operations

Tab 8: Environmental Services

Environmental Services: Operating Overview 2020 Review and 2021 Outlook Water/Wastewater: The North Perth water/wastewater division services the following residential and commercial customers: • • • •

Residential water customers – 3,372 (increase of 134) Residential sanitary sewer customers – 3,501 (129) Commercial water customers – 303 (14) Commercial sanitary sewer customers – 297 (10)

Under Provincial Regulations, water and wastewater systems are required to be self-funding and therefore, are on a user pay system. The goal is to provide a quality product while maintaining affordable pricing. Residential growth continued to be strong in 2020 as illustrated by the 1,225 locate requests received to date, compared to the 1,126 locate requests in all of 2019.

2020 budget allocations for both revenues and expenses were generally as expected. Water and sewer rates have been amended for 2021 following the rate plan approved by Council.

Water: The Municipality of North Perth owns and operates four water systems located in Atwood, Listowel, Molesworth and Gowanstown. Additionally, since 2014, North Perth waterworks staff have acted as the Operating Authority for the Perth East water systems located in Milverton and Shakespeare. As of May 31, 2021, the Perth East Water Services Agreement will be terminated. A new Locate Services Agreement is being negotiated with Perth East and will be brought to Council for approval early in 2021.

Due to the COVID-19 Pandemic, the water and wastewater operations were divided between staff with two operators focusing on water operations and maintenance while the other three operators focused their attention on operations on the wastewater treatment plant and pump stations. This separation of resources resulted in less time spent on preventative maintenance activities such as valve turning in the distribution system. The following activities occurred in 2020: • • •

New high lift pump installed in Atwood New flow meter installed at Well 4 in Listowel Flow control valves rebuilt at Well 4 and 5 in Listowel

Ministry of Environment, Conservation, and Parks (MECP) inspections are completed each year. To date, Atwood, Gowanstown and Molesworth Inspection Reports have been received. Atwood received a score of 95.8% while both Gowanstown and Molesworth achieved scores of 100%.

Listowel’s 2020 inspection will not be completed by the end of the year and will move to 2021.

Plans for 2021 include the following: • • •

Rebuilding of all flow control valves at Well 6 in Listowel and the Atwood well Hydrant painting program – 100 per year Gowanstown well pump inspection and servicing

Wastewater The Municipality of North Perth owns and operates the Wastewater Treatment Plant (WWTP) in Listowel, 5 pump stations throughout Listowel and 2 pump stations located in Atwood, as well as the associated collection systems in both Listowel and Atwood.

In addition to the regular operations and preventative maintenance activities required for the wastewater treatment plant, pump stations and collection systems, the following activities took place in 2020: • • • • • • • • • • •

All blowers inspected and vibration analysis completed by contractor UV bulbs cleaned and replaced as required All on-line Dissolved Oxygen and Suspended Solids sensors inspected and calibrated RAS Pump #3 new pump purchased and installed Filter #1 sand replacement, pump rebuilt, chemical treatment to porous plates and new HMI controller installed Aeration Tank #1 rehabilitation including tank clean out, recirculating pump rebuild, and replacement of all air diffuser membranes Septage Receiving Station tank cleanout and inspection twice Septage Receiving Station replacement of auger brushes six times Septage Receiving Station hydro-ejector pump refurbished Septage Receiving Station new mixer installed Highway #23 Pump Station annual maintenance to all pumps

Plans for 2021 include the following: • • • •

Continue with pump inspection and maintenance program Auger brush replacement when needed Filter rehabilitation at WWTP Continue with aeration blower refurbishments and actuator replacements

Solid Waste The Solid Waste Division had a successful year in 2020. Landfill tipping fee revenue was higher than budgeted by approximately $50,000 in 2020. Automated collection revenue continues to increase as residential growth in North Perth expands. To date in 2020, 186 new waste bins and 181 new recycling bins have been added to the program. Overall, landfill expenses were generally as budgeted although wage expenses were elevated due to the additional staff needed at the landfill during the onset of the COVID-19 pandemic.

The Solid Waste Division revenues are generated mainly through user fees such as automated bin fees, tipping fees, the sale of scrap metal, and through provincial programs for electronics and hazardous waste. In an effort to move to a completely user fee-based system, the landfill fee schedule has been amended in 2020. The proposed operational budget will remove approximately $70,000 from the 2021 tax levy.

Recycling in Ontario continues to see changes. Since 2019, tire recycling and battery recycling have moved to a producer responsibility model. The Blue Box Program is scheduled to move to producer responsibility in 2024 while the Municipal Hazardous and Special Wastes Program is also preparing to move to a similar model in the next few years. How these changes will affect municipalities has not been clearly identified at this point.

The mattress recycling program began at the Elma Landfill in April of 2017. Recycling mattresses and box springs saves valuable landfill space and reduces wear and tear on the compactor. A total of 1,072 mattresses and box springs were recycled in 2020, the equivalent of seven tractor-trailer loads.

Since the program began, 3,484 mattresses and box springs have been recycled equal to 22 tractortrailer loads.

A polystyrene (styrofoam) recycling program was introduced at the Elma Landfill in October and has been well received by the public.

Both the Listowel Landfill and the Wallace Landfill continue to be monitored throughout the year with semi-annual water testing as required by their Environmental Compliance Approvals. The Wallace Landfill reporting frequency has been reduced to once every three years rather than annually.

Moving to a Complete User-Fee Based System The proposed Solid Waste Operations Budget is based on Schedule J of the Fees and Licenses Bylaw that was approved by Council on December 7, 2020. At that time, Council asked to see what the fees would need to be to make the solid waste operational budget balance in 2021.

The 2020 operations budget resulted in a budgeted amount of $166,000 being added to the tax levy.

The proposed operations budget for 2021 based on the fees approved on December 7, 2020, would result in $96,000 being added to the tax levy, a 42% reduction from 2020.

The main revenue sources for Solid Waste Operations are the landfill tipping fee and the automated collection fees.

The proposed operations budget is based on the following approved revenue sources: Landfill tipping fees Wheelie bin fees – Small - Medium - Large

$98 metric tonne $115 $175 $260

To achieve a balanced budget, the following revenue sources would need to be amended as follows: Landfill tipping fees Wheelie bin fees – Small - Medium - Large

$100 metric tonne $130 $195 $290

2020 Automated Collection Fees 35 Gallon Lucan Biddulph $ 92 North Perth $ 100 West Perth $ 101 Perth East $ 110 St. Mary's $ 115 Morris Turnberry(rural) $ 120 Morris Turnberry(hamlet) $ 120 Middlesex $ 120 Strathroy $ 124 South Perth $ 125 South Huron $ 139 Central Huron $ 140 Average $ 117 2020 Landfill Tipping Fees West Perth Stratford Waterloo Region St. Marys Guelph North Huron North Perth Brant County Wellington County Morris Turnberry ACW Huron Kinloss Kincardine Mid Huron Hanover South Bruce South Huron Thames Centre Simcoe County Blue Mountains Average

Rate/Metric Tonne 74.00 81.10 82.00 82.50 86.00 95.00 97.00 97.00 97.50 100.00 100.00 105.00 110.00 120.00 125.00 125.00 129.00 130.00 155.00 160.00 107.56

65 Gallon $ 139 $ 150 $ 141 $ 185 $ 165 $ 120 $ 160 $ 222 $ 217 $ 210 $ 163 $ 190 $ 172

95 Gallon $ 210 $ 230 $ 181 $ 270 $ 229 $ 240 $ 240 $ 324 $ 299 $ 295 $ 210 $ 260 $ 249

The comparison charts below are included to assist Council in determining if rates are to be amended for 2021.

The following chart illustrates the potential capacity of the various bin: Bin Size Small Medium Large

Bin Capacity 1.5 Bags 3.0 Bags 4.5 Bags

Annual Capacity 78 Bags 156 Bags 234 Bags

Current fee structure: Bin Size Small Medium Large

Annual Cost $100 $150 $230

Annual Capacity 78 Bags 156 Bags 234 Bags

Price per bag $1.28 $0.96 $0.98

Annual Cost $115 $175 $260

Annual Capacity 78 Bags 156 Bags 234 Bags

Price per bag $1.47 $1.12 $1.11

Annual Capacity 78 Bags 156 Bags 234 Bags

Price per bag $1.67 $1.25 $1.24

Approved 2021 fee structure: Bin Size Small Medium Large

Fee structure to achieve net-zero on the tax levy: Bin Size Small Medium Large

Annual Cost $130 $195 $290

It should be noted that in 2011 (last full year of using bag tags to generate revenue), the fee was $2.50 per bag. The following chart illustrates a price comparison between the proposed 2021 fee structure of the automated collection program based on bin capacity to the 2011 bag tag fee equivalent: Bin Size

Small Medium Large

Bin Capacity in Bags

1.5 3.0 4.5

Annual Capacity

78 Bags 156 Bags 234 Bags

Price per bag

$1.67 $1.25 $1.24

Annual Cost

Bags per week

$130 $195 $290

1 1.5 3.0 4.5

Annual Cost ($2.50 per bag) $130 $195 $390 $585

Additionally, to achieve a balanced budget in 2021, the landfill tipping fee currently approved at $98.00 per metric tonne would need to amended to $100.00 per metric tonne.

Respectfully Submitted, Mark Hackett Manager of Environmental Services

Tab 9: Parks and Recreation

Parks and Recreation: Operating Overview 2020 Review and 2021 Outlook 2020 Review: The Parks and Recreation department’s operating budget was impacted by COVID-19. With Provincial Regulations ordering the closure of recreation facilities at times throughout the year, and limited indoor and outdoor capacities, facility usage and program participations were reduced. Efforts were made where possible to decrease operating expenditures and monthly budget updates were provided to the Finance Department.

The portion of OMPF funding distributed to the Parks and Recreation Department has been allocated to reserves to aid in any shortfalls of the department if required. The first round of emergency funding through the Safe Restart Agreement with the federal government will also help with some of the operating pressures the Municipality of North Perth experienced related to the COVID-19 pandemic.

The Framework for Reopening Recreation Facilities is attached to the last page of this overview.

Details within the framework are subject to change based on updated provincial restrictions.

Canadian Parks and Recreation Association highlights that past crises have proven that parks and recreation are one of the first and most crucial services to return to communities. Parks and recreation play a critical role in the mental and physical health recovery of citizens and play an equally important role in community economic revival. Access to recreation facilities and programs is a fundamental service for Canadians that will usher in a return of normalcy after COVID-19, especially for children and seniors.

Facilities: Indoor and outdoor facilities were ordered closed mid-March to mid-June and again at the end of December; when permitted to reopen under Phase 2 (Stage 2 on June 12; Stage 3 on July 17 for Huron Perth Region), it was under restrictions and with limited capacities.

Usage reduced by: • • • •

Arenas 32.6% - restricted numbers and format of skating programs Halls 69.9% - restricted numbers affected meetings, weddings, events and galas Ball Diamonds 86.9% - restricted numbers and format of play Pavilions 90.4% - restricted numbers and protocols

Though not booked with our department, ball diamonds, parks, sports fields and playgrounds were observed to be used by families over the Summer and Fall.

With the increased use of our parks, trails and open greenspaces during the pandemic, the department’s focus was on trails and parks maintenance, garbage clean up and playground inspections. The department also provided assistance with the opening of the community garden.

Though maintenance of these open spaces is required, their nature provides minimal opportunity to generate revenue from them.

The department continued to provide enhanced cleaning and disinfecting services to non-recreation facilities such as the Administration office and OPP station.

The North Perth Trail System was a popular amenity in summer 2020 with high usage. This included the development and expansion of the Monkton section of the G2G trail with support of a RED grant received by the G2G committee. Our department received several compliments on the conditions of our trails. On occasion, up to 100 people were seen using our trails in a day.

Department expenditures were reduced by 25%. This was done by: reduced operating costs from earlier shut down and later start-up of arenas/refrigeration plants; purchased less materials/supplies; staff redeployed to other departments such as landfill, economic development, communications and marketing; no seasonal staff/limited part time staff. Some fixed costs remained including utilities, depreciation, insurance, building/equipment repair and maintenance.

The Parks & Recreation Department assisted with updating the Municipality’s COVID-19 support resource web pages for the community (business, mental health, community resources).

Programs: At the beginning of the pandemic, traditional in-person format for programs were modified to virtual format. However, with the simultaneous shift to remote learning from schools, public feedback and discussions at the CRAG Community Services Sub-group, the need to return to in-person programs as soon as possible was identified.

Staff were trained and protocols were developed to offer modified outdoor programs following COVID-19 restrictions including maintaining physical distancing, mask protocols, cleaning/disinfecting and limited capacity. This led to the development of programs such as Park & Play and Skills & Drills.

Safety programs such as Home Alone, Babysitting and First Aid were also offered. Program staff also provided support for virtual community events such as the Teddy Bear Play Day and Atwood Lions’ Canada Day.

Analysis of provincial guidelines and risk management affected provisions of summer day camps and aquatic programs. When Lifesaving Society guidelines were updated mid-July, under the guidance of Huron Perth Public Health, the splash pad opened with staff supervision and implementation of COVID-19 protocols.

2021 Outlook: North Perth Parks & Recreation Vision Statement is “working together to enrich the quality of life of all residents through vibrant parks, recreation and culture opportunities.”

As part of the corporate strategic implementation plan, the Park and Recreation Department Business Plan outlines the projects and priorities for 2021.

Parks and Recreation Focus: • • • •

Creating quality programs and safe facilities while following provincial regulations and guidelines.

Return to operations in adjusted manner while providing recreational services to community Maintaining safe conditions for staff and public Adjustments to expenditures where possible

Parks and Recreation Services: • • • • • • • • •

Park and Facilities Management and Operations Delivery of Quality Programming Horticultural and Beautification of Parks and Greenspaces Trails Maintenance and Development Promote Recreation Programs, facilities and services Reforestation and Maintenance Facility Operations for Emergency Purposes Parks and Recreation Development Municipal Facility Maintenance

The Parks and Recreation department will continue to support the CRAG Community Services Subgroup. Discussions within this group will assist the department with developing programs to meet the current needs of the community. This includes trial of the Lonely No More pilot program.

Program changes under pandemic conditions requires more staff supervision of programs ensuring COVID-19 protocols followed and safety of programs. This includes programs that normally are not staffed (parent & tot skate, adult & senior skating, indoor track, outdoor rink).

Estimated budget assumes some variance of facility operations for 2021 as revenues and expenditures will be dependent on permitted re-opening timelines and restrictions in effect at that time.

The Parks and Recreation Department will continue brainstorming creative ways to promote facilities and offer programs/services to the community.

Respectfully Submitted,

Amy Gangl Interim Manager of Recreation

Tab 10: Additional Documents

Department: Finance Area: Municipal Office Subject: Budget Policy

Policy number: Effective Date: August 17, 2020 Revision Date:

Municipality of North Perth Operating and Project/Capital Budget Policy POLICY STATEMENT: It is the policy of the Municipality of North Perth to: - achieve its current and future goals in a fiscally responsible and sustainable manner, - make informed choices about the provisions of services and capital assets, and - promote stakeholder participation in the budget process PURPOSE: The purpose of this policy is to - improve the efficiency of the budget-setting process, making more strategic use of Council’s time in reviewing budgets and administration’s time in preparing them; - ensure that the budget plans presented by staff are consistent with the goals set out by Council in its Strategic Plan; - maintain the long-term financial stability of the Municipality with affordable taxation and user rates; and - establish a foundation for monitoring actual expenditures against budgeted expenditures.

SCOPE: The Operating and Project/Capital Budget Policy applies to all departments and local boards (including Library, Cemetery, BIA (Business Improvement Area and Police Services as endorsed by their board) of the Municipality of North Perth.

BUDGET PRINCIPLES AND STRATEGIES: The principles and strategies that the Municipality utilizes in making decision related to short and long-term budget planning include: 1. Strategic Plan The corporate Strategic Plan serves as the guiding document under which all Municipal initiatives are aligned. The budget is to align with the Strategic Plan which will allow us to fully reach our goals.

2. Communication with the Community The Budget Visioning Meeting gives Council the opportunity to discuss their vision with staff and emphasis and clarify the goals from the Strategic Plan that they would like to see implemented for the given year.

A pre-budget survey will be circulated in advance of the budget visioning meeting allowing members of the public to provide us with responses pertaining to the yearly budget. The budget will provide opportunity for community input and will make available reports consistent with Council-approved principles for public involvement.

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3. Affordability The Municipality must be able to manage the cost without incurring financial difficulty or risking other undesirable consequences.

4. Fiscal Capacity Fiscal capacity will be built to respond to emerging community needs through adherence to the asset management plan and related debt and reserve fund management policies while working towards a complete long-term financial plan. A strong financial position is an important component of the Municipality’s Corporate Strategic Plan.

5. Sustainability The budget will incorporate a long-term focus with the aim of achieving a prosperous and sustainable community.

6. Accountability and Transparency The budget will demonstrate accountability to the community through an open and transparent decision-making process in addition to the audited financial statements and other reporting.

7. Statutes Budget development shall comply with all relevant provisions of Ontario statutes, including, but not limited to, the following: - Municipal Act, including sections relating to Business Improvement Area - Police Services Act - Public Libraries Act - Health Protection and Promotion Act - Conservation Authority Act

8. Initiative and Innovations The budget will demonstrate a series of prudent initiative and innovations which provide opportunities for collaboration with other partners such as developers, other levels of government and agencies, etc by: - Providing the funding to deliver the services and programs residents want in an efficient manner that minimizes risk to the community and the corporation; - Setting priorities based on innovative and effectively managed policies to achieve Municipal goals; Managing our financial relationship with other governments in a proactive manner, demonstrating municipal leadership and advocating to obtain the tools needed to deliver services.

- Incorporate innovative approaches to service delivery and will include funding to allow for the development and implementation of operating efficiencies and cost-saving measures. Cost-sharing and partnership strategies will be pursued, including the provision for matching funding where leveraging opportunities exist.

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9. Risk Management Priority-setting and decision-making will be informed by risk management principles with the aim to minimize the negative effects of risk while also minimizing the cost to accomplish this balance.

10. Stewardship - The budget will support existing infrastructure using asset management best practice as per the Strategic Asset Management Policy. Operating budget includes depreciation expenses for each group of assets per department.

- The budget will consider new infrastructure required to achieve the Asset Management Plan - The budget will minimize reliance on debt by focusing on funding reserves to address the infrastructure gap.

11. Addressing Unfunded Liabilities The budget will address identified liabilities through reserve contributions 12. Project (Capital) Budget Project/Capital budgeting, is the planning process used to determine whether an organization’s long-term investments, such as new or replacement infrastructure, new or replacement equipment and consulting work projects, are worth the funding of cash through the organization’s capitalization structure (debt, equity or retained earnings). It is the process of allocating resources for project/capital investment expenditures.

Accrual accounting has been implemented for the financial management of capital assets within the Municipality. A project forecast will be presented, with further information provided for projects that are in the planning stages, based on timely information derived from the North Perth Asset Management Plan. The updated forecasts are to be submitted to the Budget Committee as part of the Project Budget presentation. Project Forecasts should include estimated expenditures and timing, as well as possible grant funding opportunities.

Not all projects will be capitalized as per Tangible Capital Asset Policy.

Capital expenditures are to be defined as capital improvements to replace or extend the life and/or increase capacity, such as: - Land Acquisitions - New Facilities - New Equipment - Major overhaul/maintenance or upgrade of any asset The Budget Committee will review proposed Departmental Project Budgets individually.

Projects being proposed for initiation in the current year require a detailed explanation and rationale for each project. Carried forward projects are included indicating the current year component or budget changes.

The projects will be evaluated and prioritized by staff based on Asset Management data criteria: 1. Safety of the Public/Risk 2. Prior Commitment of Council 3. Existing Structural Condition 3 114

4. Lack of Physical Capacity 5. Environmental/Economic Impact – cost/payback 6. Monitored Complaints Received by Staff and Council It is understood that the foregoing criteria are not refined and therefore are open to interpretation and degree. Priority will be identified by Department Heads on the project detail sheets for the Budget Committee’s review and comment. The Project information will be circulated to the Budget Committee as a prioritized listing for review. The Budget Committee, with the Department Heads and other key staff in attendance to answer questions, will meet to consider and evaluate the departmental information provided. At the end of each meeting, the Budget Committee will provide direction to staff on any adjustments, amendments or financial limitations of the presented Project Budgets.

No later than 30 days after the completion of a Project, the Department Head will advise the Deputy Treasurer/Asset Management Specialist that the Project is complete.

13. Multi-Year Capital Budgets A multi-year capital budget will be developed. Only one year will be passed by Council but this will initiate pre-planning for Council’s consideration. Quarterly updates will be provided, including previous year’s totals.

14. Budget Roles and Responsibilities

Accountability Role Role Responsibilities Municipal Council

· Establish priorities through the Corporate Strategic Plan · Budget Committee, appoint Chair and Vice Chair · Approve the proposed level of public communication and engagement (Public Survey and Budget Open House, social media promotion) · Provide direction during the Budget Visioning Meeting · Conduct the budget review in an open and collaborative manner · Review budget submission during assigned budget council meetings (Schedule A) and give direction of any modifications to be made to the original submission · Adopt the budget by-law · Approve the rates required for taxation and user fees by by-law

Chief Administrative Officer

· Direct, in co-operation with the Director of Finance/Treasurer and Deputy-Treasurer/Asset Management Specialist and the Senior Management Team, the preparation and presentation of the operating and capital budgets on an annual basis · Direct, in co-operation with the Director of Finance/Treasurer and Deputy-Treasurer/Asset Management Specialist and the Senior Management Team, the preparation of the budget based on the direction 4 115

given by council during the Budget Visioning Meeting · Exercise financial control over all corporate operations in conjunction with the Director of Finance/Treasurer and Deputy-Treasurer/Asset Management Specialist to ensure compliance with the revenue and expenditure budgets approved by Council Senior Management Team (SMT)

· Lead the development of realistic and responsible departmental budget in accordance with the established guidelines and timeline (Schedule A) · Submit budget requests based on supportable facts that can be well understood by the general public and other members of the organization · Ensure that the resources and assets under their authority are effectively managed on an ongoing basis · Staff reports for budget visioning meeting (using current and historical data which include a review and analysis of last year’s budget to actual) · Present proposed department goals and objective for council consideration (detailing significant changes in service or level of service, changes to service fees and charges and any changes to be approved by the Rates and Fees By-law · Provide quarterly report analysis in June, September and December,

Director of Finance, Deputy-Treasurer/Asset Management Specialist, Finance Staff, Executive Co-Ordinator and Policy Assistant

· Director of Finance/Treasurer and the Deputy-Treasurer/Asset Management Specialist will lead and co-ordinate the overall preparation and administration of the Municipal budget and capital program plan · Ensures adherence to budget policies and financial policies as approved

by Council · Provide management and strategic direction to the financing of the Municipality · Compile initial operating and project/capital budget submission and record of updates from original submission · After 5th meeting, Council will be provided an amended overall summary and analysis of the consolidated operating and capital budgets presented for consideration. It will include an overview and analysis of possible property tax effect, debt charges, reserve funds and operating impacts. The finalization is subject to confirmation of grant funding availability and assessment base · Develop a budget community engagement plan for Council review and approval (elements of engagement may include municipal website, webbased public engagement platform, social media and in-person via one or more Public Information Sessions) · Circulate the public survey and prepare presentation for budget open house · Provide quarterly statements (June, Sept, Dec) and updates provided by SMT

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Schedule A Proposed Meeting Dates and Times 1.

2.

3.

4.

5.

6.

Tuesday, October 6, 2020 @ 7:00 p.m. – Council Chambers Wednesday, November 25, 2020 @ 7:00 p.m. – Council Chambers Wednesday, December 9, 2020 @ 7:00 p.m. – Council Chambers Wednesday, January 13, 2021 @ 7:00 p.m. – Council Chambers Wednesday, January 27, 2021 @ 7:00 p.m. – Council Chambers Wednesday, February 10, 2021 @ 7:00 p.m. – Council Chambers Proposed Agendas

1st

Meeting 1. A visioning meeting of the 2021 Budget Committee to provide members of Council will an opportunity to give senior staff suggestions and direction for the budgeting process.

2nd Meeting 1. Provide 2021 Budget Committee with Departmental Project Forecast and 2021-22 Project budget for consideration: Various Departments 2. Direction from Committee on changes and amendments to be made to Project Budgets as presented.

3rd Meeting 1. Provide Budget Committee with Departmental Project Forecast and 2021/22 Project budget for consideration: Various Departments 2. Direction from Committee on changes and amendments to be made to Project Budgets as presented. th 4 Meeting 1. Provide 2021 Budget Committee with a comprehensive 2021 Corporate Operating Budget with individual supporting documentation by Department.

2. Direction from Committee on changes and amendments to be made to 2021 Operating Budgets as presented.

5th Meeting 1. Consideration of amendments to initial presentations and the resulting impacts. Surplus, Segregated Surplus and Reserve Funds impact analysis and current debt structure will also be available for review.

2. Finalization of the Operating and Project Budgets in principal for recommendation and presentation to Council. th 6 Public Information Session 1. To provide the proposed 2021 Budget information to the public in consultation with Council and staff.

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